“We want to support NHS Boards to make the critical connection between D&I and their core business and ensure their “business delivers effectively to all its customers”

NHS National Leadership Council Board Member

D&I Strategy & Governance

Across the NHS there was recognition of the need to address the challenges of delivering inclusive health and health care services whilst being an inclusive employer and providing inclusive leadership. The Diversity Practice worked with 3 Trusts to improve and embed D&I into their Board governance, to increase individual and collective competence and confidence as inclusive leaders, and to creation and implement clear action plans for improvements in EDI in workforce, workplace, and service provision.

Approach taken:

“The challenge is that we want to and should have ‘best in class’ status in the Diversity arena, with Senior Managers championing EDI across the sector”

Head of Human Resources, Financial Services Institution

Inclusive Leadership

The Senior HR Manager asked the Diversity Practice to design and run a series of interventions for its Senior Managers and HR team to increase understanding and awareness of the concepts, opportunities and strategic benefits and valued added of D&I. In addition, we worked with the group to identify where it was on the journey to being an exemplar high performing inclusive organisation, and to equip participants with an understanding of the competencies and strategies to be successful leaders of D&I within the organisation.

Approach taken:

“We need a different approach to increase the presence of Black, Asian and Minority Ethnic Leaders across our NHS region and also to improve the capabilities of all leaders to manage diversity in meeting the 21st century opportunities and challenges that face their organisations”

Chief Executive, Strategic Health Authority

Creating the HIPO

Involving Chief Executives, senior leaders, HR and OD professionals and high potential BME leaders our Innov8 NHS process built a sustainable, collaborative alliance focused on achieving the twin fold aims of increasing senior management diversity and enhancing diversity leadership capabilities.

Through the use of primary comparative study research, a series of appreciative inquiry and developmental workshops, and personalised inclusive leadership learning, the alliance was successfully established and an ongoing strategy for change is being implemented.

Approach taken: